Effective buy-in for any integration project appears to depend on careful attention to interests and incentives. That is, mobilizing support and buy-in by the full range of necessary players requires understanding of their needs and objectives. Authoritative, top-down approaches are useful for only part of the process, particularly around issues of standards, priorities, and funding. The collaborative and integrative parts of an initiative require commitment by the full range of participants. Thus the relationship between the functions and features of the integration initiative and the interests of the participants become an important part of the design. The case materials and methods should therefore include tools and techniques for stakeholder analysis and identification of benefits and costs, as well as marketing and persuasive tools for generating enthusiasm and support.

It is also clear from many of the accounts of successful initiatives that grassroots efforts at communication and commitment building are often necessary. Integration typically involved many local agencies and jurisdictions whose participation is essential to overall success. One participant talked about “attending every sheriff’s meeting for a year” to talk about the initiative and encourage participation. Therefore, the business case materials should include strategies for the grassroots part of the initiative. These strategies could include assistance in how to develop persuasive presentations, print materials for distribution, and techniques for eliciting information about interests and needs from potential participants.